Item No. 9a_supp . 
Meeting Date: June 26, 2018 
Aviation Division 
2019 Business Plan and
Budget Preview 
June 26, 2018

Outline 
STRATEGY TO BUDGET PROCESS 
STRATEGIC PRIORITIES 
ANTICIPATED 2019 BUDGET NEEDS 
ANTICIPATED 2019 STAFFING NEEDS 


2

Strategy To Budget Process 
Century Agenda 
Vision                    5- 10 Years 
Strategic Planning                    SWOT 
Gap 
Strategies and Objectives 
3  5 Years 
(Long Range Plans) 
Implementation           2019 Business Plan 
2019 Budget                Annual 
2019 Performance Plans 
3

Industry/Business Context 
Strong regional economy 
Airlines profitable, but rising oil price 
Ground Transportation mode shifts 
Alaska and Delta account for over 70% of passengers at SEA 
Paine Field starting commercial service 


SWOT                          4

Challenges 
FACILITIES 
Gate shortage 
Future gate capacity 10 years away 
CUSTOMER SERVICE 
Intensive use of facilities 
Congestion on drives 
Security checkpoint times increasing 
SUSTAINABLE AIRPORT MASTER PLAN (SAMP) 
Port debt level and airport cost to airlines (CPE) will increase 
SWOT                          5

Projecting Growth in Passengers 
Passengers (000s)
60,000                                                                                                                      5% growth in 2018 

3%
5%
50,000
3% growth for 2019 
40,000

30,000                                                                                                                      SAMP Phased Approach 

20,000

10,000

-
2012  2013  2014  2015  2016  2017  2018  2019  2020  2021  2022  2023  2024  2025  2026  2027
SWOT                   6

Century Agenda Drives Aviation Division Priorities 
AV Priorities      Century Agenda - High Performance Organization
Employees     HPO 2: Eliminate workplace injuries
HPO 3: Act as one Port
HPO 4: Foster employee development and leverage talent
Customer Service   HPO 1: Increase customer satisfaction
CA 2 Obj 6: Make Sea-Tac "Gateway of Choice"
Facilities/Capacity   CA 2 Obj 8: Meet the regions air transportation needs
Financial        CA 2 Obj 8: Meet the regions air transportation needs
Safety        HPO 2: Eliminate workplace injuries
HPO 3: Public safety and Security
Security        HPO 3: Public safety and Security
Community     HPO 1: Customer Service and Public Engagement
Diversity        CA 3: Promote small business
HPO 4: Model for Workplace Equity, Diversity and Inclusion
Sustainability     CA 4: Be the greenest and most energy efficient Port
Partners       HPO 1: Improve customer service and public engagement
STRATEGY                            7

Key Priorities for 2019 
CUSTOMER
SERVICE 
FACILITIES/CAPACITY 
FINANCIAL 
EMPLOYEES 
STRATEGY                            8

Customer Service 
OBJECTIVES: 
IMPROVE OVERALL CUSTOMER SATISFACTION SCORE EACH YEAR 
Improve Airport Service Quality (ASQ) scores 
Achieve Skytrax 5 Star Rating 
DEPARTING PASSENGERS
Roadway to through security checkpoints < 45 minutes 
Aircraft taxi time < 20 minutes 
ARRIVING INTERNATIONAL PASSENGERS 
Minimum Connect Time < 75 Minutes 

STRATEGY                            9

Customer Service 
STRATEGIES 
Realtime info and engagement with customers 
Lean techniques to improve movement processes 
Data driven approach to prioritization 
Targeted facility investments for capacity, efficiency and appearance 
Technology:more and better information 


STRATEGY                           10

Facilities/Capacity 
OBJECTIVES 
Maintain functionality of existing facilities 
Add needed capacity to facilitate growth 
STRATEGIES 
Interim improvements for SSAT - delay full renovation 
Address life safety issues for main terminal 
Complete environmental review and permitting of SAMP 
Integrate sustainable practices 
Stakeholder partnership to reduce noise impacts 
STRATEGY                           11

Financial 
OBJECTIVES 
Grow non-aeronautical revenues to $299 million by 2023 
Maintain competitive airline costs (CPE) 
Achieve debt service coverage >1.25x 
STRATEGIES 
Expand duty free offerings 
Implement new parking products and innovative concessions program 
Develop alternatives for vehicles access fees 
Manage within + or  5% of capital budget 
STRATEGY                           12

Employees 
OBJECTIVE:
Increase employee engagement by 3% 
Baseline and Improve Net Promoter Score (NPS) 
Annual Employee turnover rate < 10% 
STRATEGIES: 
Develop systematic approach to behavior based safety 
Talent Management 
Complete Lean training for all AV leaders in 2019 
Implement 20% of Shark Tank innovation ideas 
STRATEGY                           13

Other Priorities 
SUSTAINABILITY: 
Achieve Sustainable Aviation Fuel (SAF) targets 
Evaluate options to convert use of natural gas to lower carbon emssions 
Continue Airfield emissions reduction initiatives 
Continue terminal and Landside emissions reduction initiatives 
Ongoing compliance:federal pollution control permits (NPDES), other 
Continue and expand Social Responsibilities programs 

STRATEGY                           14

Other Priorities (Cont.) 
AIRFIELD SAFETY 
Achieve annual airfield composite safety score >30 
Plan and build second fire station to continue to achieve 3 minute
response time requirement 
NEW EMPLOYEE CONSOLIDATED SERVICE CENTER 
ONGOING SOUND INSULATION, PART 150 PROGRAM 
ADDRESS ISSUES RELATING TO FIREFIGHTING FOAM 

STRATEGY                           15

2019 Budget 

Aero revenues driven by
new assets 
Non-aero revenue
challenges 
O&M growth reflects
resources needed to
support strategies 
Peak capital spending 
CPE growing  as
anticipated 

BUSINESS PLAN & BUDGET              16

Staffing Resource Needs 
Airport is continuing to grow 
Intense utilization of existing facilities 
New and expanded facilities and equipment 
Staffing study anticipated the need for 45 additional FTEs in 2019 
New requests will be reviewed against strategic priorities 
Intention is to stay within the planned increase for 2019 


BUSINESS PLAN & BUDGET                 17